'What gets measured gets managed' is one of the most quoted phrases in management and leadership, and for good reason. Measurement matters, because organisations need visibility, leaders need feedback, and teams need clarity about what matters and whether progress is being made. Without some form of measurement, organisations tend to use a mix...
Read MoreI'm fascinated by the way people go in search of information - or don't, and what they do with it - or don't. Some people can never seem to have enough and always seek more, others seem to have it instantly at their fingertips - and are not afraid to use it. We have this idea that information is useful and helpful - but that's not always the...
Read MoreA surprisingly large proportion of what we do each day does not directly add value to the final product or outcome; estimations of the exact percentage varies depending on the type of work. Some of this activity is actually necessary as it provides structure, control, and reliability and includes things like maintaining records, confirming...
Read MoreIt is easy to assume that if people know what to do, they will do it. In most organisations, people are capable, experienced, and generally trying to do a good job. They understand processes, agree with goals, and can often describe what 'good' looks like. Yet the behaviour does not always follow: things drift, standards slip, and good...
Read MoreOne of the things we humans do remarkably well is simplify the world around us. Reality is complex, nuanced, and constantly shifting. But in order to function day-to-day, we compress that complexity into something more manageable. One of the primary ways we do this is through
Read MoreMost of us have had the experience of walking into a room and noticing something that everyone else seems oblivious to; a persistent noise, a smell, a tension in the air. Mention it, and the response will often be along the lines of: “Oh yeah, I'd stopped noticing that till you just reminded
Read MoreI often hear from people, at all levels within a business, about how the focus always seems to be on the here and now - the immediate problems, the next fire - and how they wished they 'knew what the plan was'. A short term plan would be great, and knowing the longer term plan would be even better. It strikes me that this is not really just...
Read MoreA frustration I hear over and over again from people in management and leadership positions is how their people are 'resistant to change'. I know it can seem that way, but often, that's not what's really going on. Peter Senge said that “People don’t mind change - they don’t like to be changed”. A short statement with a lot of wisdom. People...
Read MoreEach January, the Edelman Trust Barometer is published with a presentation at Davos. Now in its 26th year, it has become one of the most reliable lenses we have for understanding how people feel about the institutions that shape their lives - business, government, media, and
Read MoreWell, here we are, almost half way through January already. That means that if you were one of the roughly 40% of people that make New Year Resolutions, there's a 1 in 4 chance that you have given up on your resolution already, and by the end of January, there's a 50% chance you will have given up. If you stick it out past the end of the month,...
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